Category: CEO

Luiz Carlos Trabuco Cappi was born on the October 6 in 1951 in Marilia, Sao Paulo, Brazil. He graduated with degrees in Philosophy from the University of Sao Paulo. Unlike most bank executives, Luiz Carlos Trabuco Cappi did graduate work in sociopsychology at the School of Sociology and Politics of Sao Paulo. He is a married to one Ana Maria Veloso Cappi, and together they have three children. Unlike many executives, Luiz Carlos Trabuco Cappi does not cultivate an extravagant habit in his life. He is known to be a simple, humble and quiet person.

Luiz Carlos Trabuco Cappi Career before Bradesco

Luiz Carlos Trabuco Cappi began his career in the financial industry as a clerk in an agency of the Banco Bradesco at 18 years of age, in 1969. Two years later, he moved to Sao Paulo town to work in the Insurance sector. In 1984, he positioned as the marketing director of the Bradesco Bank’s private pension company. He kept growing in this stature where he was known to modernize the advertisements done by the bank. Bradesco Company was known to be always hostile towards the journalists in the 1980s era.

In 1992, Luiz Carlos Trabuco Cappi got a promotion to the executive director and president of Bradesco Previdencia, a private pension company conglomerate of Bradesco. His tenure in this position lasted until 1998 during which in this period he was culpable in the signing of the largest company, the Christmas Tree of Lagoa, in Rio de Janeiro, in what was the most significant marketing action of that time. Bradesco Seguros had sponsored the company for 20 consecutive years.

In 1999, Luiz Carlos Trabuco Cappi was promoted to executive vice president of Bradesco Seguros, which included eight more companies including Bradesco Vida e Previdencia, where he used to work. Four years later, he became the President and CEO of the same company. In this period, he was passed over the opportunity to become the CEO of Bradesco Bank. His most memorable achievement in the Bradesco Seguros Company, Luiz Carlos Trabuco Cappi solidified the company leadership in the industry countrywide with 25% market size. He also increased the insurer’s income to the Bradesco bank from 25% to 35%, which made it the largest in the sector in Latin America. It was this achievement that Luiz Carlos Trabuco Cappi was seen as the perfect fit for President of the Bradesco Group, and in 2009, he became the President of Bradesco Bank.

Luiz Carlos Trabuco Cappi has had 40 years of experience in all the conglomerate companies of Bradesco Group. His whole life he served in the company, and this put him at the top of the list of successors to this position. The Presidency of Bradesco group is known to be occupied by only three people since the bank was founded in 1981. The first CEO was Amador Aguiar, founder of the company, followed by Lazaro Brandao who is the current chair of the board and the one responsible for appointing the two successors in his position. The third CEO was Marcio Cypriano, who led the company until the period of the financial crisis in 2008. Luiz Carlos Trabuco Cappi becomes only the fourth President of the Bradesco investment bank Group. He succeeded the company, and his primary task was to take back the market leadership, which they had lost to Itao Unibanco earlier that year. In 2015, he did just that through the acquisition of the Brazilian branch of HSBC bank in a $ 5.2 billion deal, with the blessing of the Chairman of the Bradesco, Lazaro Brandao.

Louis Chenevert legacy at UTC is one that will live for many years to come. Louis Chenevert has seen the organization through the ups and downs of the economy, particularly during the depression period. Louis is French-Canadian born; he graduated with a bachelor’s degree in business management from the Universite de Montreal, Ecole des Hautes Etudes commercials. Before being donned for the CEO seat Louis previously worked at general motors for more than a decade. In his long executive career, he served as the president of Pratt and Whitney unit for almost decade.

While at UTC, Chenevert was on the frontline for the acquisition of Goodrich group which UTC had spent many years persuading for purchase. UTC, thanks to the leadership of Louis Chenevert, won the tender to supply F-35 engines to the United States government. Chenevert laid down the blueprint to UTC establishment of the Sikorsky unit which manufactures state of the art helicopters. UTC developed the aerospace unit which is responsible for the production of landing gears, brakes, actuators, flight controls and sensors. Louis Chenevert has converted the organization to be the leading manufacturer of heating, refrigeration and cooling equipment. UTC boasts in assembling the most advanced jet engines and the Geared Turbofan Engine (GTF).

As UTC chairman, Louis Chenevert focused on investing in technology and his employees. With the legacy which he has left behind, he hopes to pass on the seed of Leaving the organization more developed than he had found it to his successor. UTC established scholarship programs to help its employees gain higher education .the mechanism has been successful as many of the employees have gained from it.

Louis Chenevert has received accolades for his leadership. He has won recognition in the field of development. Most notably, his prime achievement has to be his consistency in delivering results. During the recession period, while most companies were failing Louis Chenevert single-handedly guided the organization to safety thus transforming UTC to the giant it has become.

Chenevert prides himself in the ability to identify valuable business opportunities with regards to technology. Once he has determined an innovation, he puts his time and hard work to make sure it kicks off and lives to the expected standards. It is during his tenure that Chenevert and the current president made it a necessity to invest in any developing technology.

If there is any man, who has invested much of his time, resources and skill to explore the world of medicine is one Jorge Moll Neto. In a balanced approach without derailing from medical standards and guidelines, he has harmoniously brought medicine, technology, and innovations to the table. This has resulted in technological progression in how a patient is handled in a health facility.

Jorge Moll Neto is behind the digital technology currently being used in health care centers in Brazil (https://scholar.google.com.br/citations?user=Sl4KAXcAAAAJ&hl=pt-BR). Machine learning has been one of the innovations, digital storage of patient’s medical profile and Google glass effective in diagnosis and treatment of diseases. Dr. Albert Chan of Sutter Health, United States was recently hosted by Jorge Neto in Brazil to share his insight on new technologies in medicine.

Mr. Chan said that he was proud that the research and innovations made in the Silicon Valley and Northern California had been sublimed in other parts of the world including Brazil. Digitization and automation of medical procedures have made it easy for a health practitioner tells of a patient’s ailment without misdiagnosis. This is done via a computer, and with a sign command all information pops up.

About Jorge Moll

Jorge Moll is a medical expert from Brazil and the President of d’Or Institute for Research and Teaching. He has played a major part in the advancement of medicine and how patients are managed in a health facility through technology. He has focused his attention more on innovatively bringing a needed paradigm shift in patients’ care and treatment.

In conjunction with Google glass and several other institutions, it has been possible to lessen the demanding patient management in a hospital. Jorge Moll Neto, for instance, has been able to bring in tech software that improves the patient’s experience and increase productivity. This collaborative effort has brought medical procedures to precision and helped patients get an in-depth evaluation which is also safe for their health. The patients additionally benefit from better doctor to patients interactions as the doctors are able to concentrate fully on the client without disruptions of retrieving files or having to record patients experiences on a sheet of paper.

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